Trial by fire* Protected. But under pressure to perform

Transcription

1 Key findings from the 2010 Global State of Information Security Survey Financial Services Trial by fire* Protected. But under pressure to perform What global executives expect of information security In the middle of the world s worst economic downturn in thirty years October 2009 *connectedthinking PwC

2 This year, everything is different.

3 As in almost every industry, financial services executives are cutting costs. Laying off personnel. And rejiggering spending priorities. Across the enterprise. Across all functions. And including (we thought it safe to assume) information security and privacy protection. That is, before we reviewed the results of the 2010 Global Information Security Survey. PricewaterhouseCoopers 3

4 What the survey reveals is surprising. Security budgets appear to be less vulnerable to cost-cutting as if executives were protecting them. Yet responses also reveal that security is under enormous pressure to perform. This year, moving from 2009 to 2010, may turn out to be a high-stakes coming of age. A litmus test for a multi-year investment. In the function itself. And in a new generation of security leaders. A trial by fire. PricewaterhouseCoopers 4

5 Agenda 1. Methodology 2. Spending: A decline in growth rate but a manifestly reluctant one 3. Mounting pressure: Impacts of the economic downturn 4. Breaches: More footsteps and fingerprints as visibility increases 5. Current state of the arsenal: Strong but also largely static 6. A crucial year: Security at an important threshold 7. What this means for your business PricewaterhouseCoopers 5

6 Section 1 Methodology A worldwide study The Global State of Information Security 2010, a worldwide study by PricewaterhouseCoopers, CIO Magazine and CSO Magazine, was conducted online from April 22 through June 15, PwC s 11 th year conducting the online survey, 7th with CIO and CSO Magazines Readers of CIO and CSO Magazines and clients of PwC from 130 countries More than 7,200 responses from CEOs, CFOs, CIOs, CSOs, VPs, and directors of IT and security Over 40 questions on topics related to privacy and information security safeguards Thirty-two percent (32%) from companies with revenue of $500 million+ Respondents from financial services industries total 1,165 PricewaterhouseCoopers 6

7 Section 1 Methodology Demographics Financial services respondents by company revenue size Financial services respondents by segment Large (> $1B US) 36% Medium ($100M - $1B US) 21% Don't know 18% Nonprofit/Gov/Edu 3% Small (< $100M US) 22% Consumer Banking/ Finance 29% Commercial Banking 20% Real Estate 4% Mortgage 3% Capital Markets 6% Insurance (life, property, casualty) 26% Investment Management 12% Numbers do not necessarily add up to 100% due to rounding. PricewaterhouseCoopers 7

8 Section 1 Methodology Demographics Financial services respondents by region of employment Financial services respondents by title Asia 24% Middle East/Africa 2% North America 36% IT & Security (Other) 36% CISO/CSO /CIO/CTO 16% CEO, CFO, COO 9% Europe 22% South America 15% Compliance /Risk/Privacy 11% IT & Security (Mgmt) 28% Numbers do not necessarily add up to 100% due to rounding. PricewaterhouseCoopers 8

9 Agenda 1. Methodology 2. Spending: A decline in growth rate but a manifestly reluctant one 3. Mounting pressure: Impacts of the economic downturn 4. Breaches: More footsteps and fingerprints as visibility increases 5. Current state of the arsenal: Strong but also largely static 6. A crucial year: Security at an important threshold 7. What this means for your business PricewaterhouseCoopers 9

10 Section 2 Spending: A decline in growth rate but a manifestly reluctant one This year, there s a new driver of information security spending in the FS industry and it s nearly as huge a driver as company reputation 60% 54% 50% 48% 48% 40% 41% 38% 30% 20% 10% 0% Regulatory compliance Business continuity / Disaster recovery Internal policy compliance Company reputation Economic downturn Question 32: What business issues or factors are driving your information security spending? (Total does not add up to 100%) PricewaterhouseCoopers 10

11 Section 2 Spending: A decline in growth rate but a manifestly reluctant one Not surprisingly, spending on security is under pressure This year, fewer FS respondents predict spending will increase. Compared to last year, security spending over the next 12 months will Yet what we find most interesting is that nearly two-thirds (64%) expect spending to either increase or stay the same in spite of the worst economic downturn in decades. Or perhaps because of it. Increase Stay the same Decrease 3% 16% 24% 29% 40% 46% Don't know 20% 21% 0% 10% 20% 30% 40% 50% PricewaterhouseCoopers 11

12 Section 2 Spending: A decline in growth rate but a manifestly reluctant one Is cancelling, deferring or downsizing security-related initiatives important? Absolutely according to 7 in 10 FS respondents... 80% 70% 72% 72% 60% 50% 40% 30% Yes for initiatives requiring Operating expenditures Yes for initiatives requiring Capital expenditures 20% 10% 0% Question 11: To continue meeting your security objectives in the context of these harsher economic realities, how important are the following strategies? (Respondents who answered Somewhat Important, Important, Very Important or Top Priority ) PricewaterhouseCoopers 12

13 Section 2 Spending: A decline in growth rate but a manifestly reluctant one but far fewer FS executives are acting on this and actually deferring or reducing budgets for security initiatives. Has your company deferred security initiatives? Yes For capital expenditures 44% For operating expenditures 41% Has your company reduced budgets for security initiatives? Yes For capital expenditures 48% For operating expenditures 47% PricewaterhouseCoopers 13

14 Section 2 Spending: A decline in growth rate but a manifestly reluctant one And among the fewer than half that are taking action, most are taking the least dramatic response either by deferring initiatives by less than 6 months or reducing spending by under 10%. Has your company deferred security initiatives? Yes By less than 6 months By 6 to 12 months By 1 year or more For capital expenditures 44% 22% 14% 8% For operating expenditures 41% 23% 13% 5% Has your company reduced budgets for security initiatives? Yes By under 10% By 10% to 19% By 20% or more For capital expenditures 48% 18% 17% 13% For operating expenditures 47% 19% 16% 12% In short, it appears that some FS executives are reluctant to cut too deeply into security and may, to some extent, be protecting the security function. PricewaterhouseCoopers 14

15 Agenda 1. Methodology 2. Spending: A decline in growth rate but a manifestly reluctant one 3. Mounting pressure: Impacts of the economic downturn 4. Breaches: More footsteps and fingerprints as visibility increases 5. Current state of the arsenal: Strong but also largely static 6. A crucial year: Security at an important threshold 7. What this means for your business PricewaterhouseCoopers 15

16 Section 3 Mounting pressure: Impacts of the economic downturn Although given a reprieve, of sorts, from the budget knife, the information security function is under pressure to perform 70% 66% 60% 50% 56% 51% 48% 40% 30% 20% 10% 0% Regulatory environment has become more complex and burdensome Cost reduction efforts make adequate security more difficult to achieve Threats to the security of our information assets have increased Because our business partners have been weakened by the downturn, we face additional security risks Question 10: What impacts has the current economic downturn had on your company s security function? (Respondents who answered Agree or Strongly Agree ) PricewaterhouseCoopers 16

17 Section 3 Mounting pressure: Impacts of the economic downturn More than 6 out of 10 FS respondents agree that the downturn has elevated the role and importance of the security function 70% 60% 50% 66% 61% 56% 51% 48% 40% 30% 20% 10% 0% Regulatory environment has become more complex and burdensome The increased risk environment has elevated the role and importance of the information security function Cost reduction efforts make adequate security more difficult to achieve Threats to the security of our information assets have increased Because our business partners have been weakened by the downturn, we face additional security risks Question 10: What impacts has the current economic downturn had on your company s security function? (Respondents who answered Agree or Strongly Agree ) PricewaterhouseCoopers 17

18 Agenda 1. Methodology 2. Spending: A decline in growth rate but a manifestly reluctant one 3. Mounting pressure: Impacts of the economic downturn 4. Breaches: More footsteps and fingerprints as visibility increases 5. Current state of the arsenal: Strong but also largely static 6. A crucial year: Security at an important threshold 7. What this means for your business PricewaterhouseCoopers 18

19 Section 4 Breaches: More footsteps and fingerprints as visibility increases So, given FS concerns about the higher risks this year, has the number of incidents increased? Yes. But this is partly and maybe fully due to greater visibility into incidents and their causes and impacts (i.e., a multi-year decline in the number of FS respondents who don t know the answers to key incident-related questions). Perhaps all the evidence isn t yet on the table. If the downturn-driven, security-related risks that FS respondents are concerned about were fully reflected here, these numbers and the ones on the next three slides would be considerably higher. Number of security incidents No incidents 21% 23% 17% 1 to 9 incidents 23% 27% 36% 10 to 50 incidents 6% 7% 10% 50 or more incidents 4% 6% 5% Don t know 45% 38% 32% PricewaterhouseCoopers 19

20 Section 4 Breaches: More footsteps and fingerprints as visibility increases The new visibility into incidents also extends to types of security incidents and reveals critical information Better insight into what types of events are occurring yields two discoveries: The impacts to data are actually 50% higher than reported last year. And the exploitation of data is now the leading type of attack. Types of security incidents #1 Data exploited 18% 15% 23% Network exploited 17% 19% 22% System exploited 13% 10% 18% Application exploited 12% 14% 17% Device exploited NA 13% 16% Human exploited (Social engineering) 21% 18% 16% Unknown 49% 44% 35% (Does not add up to 100%) PricewaterhouseCoopers 20

21 Section 4 Breaches: More footsteps and fingerprints as visibility increases Likely sources of incidents Little change from last year which may suggest that the true impacts of the downturn had not yet emerged at the time of the survey (April 22 to June 15, 2009). We expect, however, that as the year continues to unfold, more incidents will be traced to former employees, in line with the higher risks to security associated with layoffs and terminations. Likely source of incidents Current employee 32% 33% Former employee 14% 16% Hacker 29% 27% Unknown 45% 37% (Does not add up to 100%) PricewaterhouseCoopers 21

22 Section 4 Breaches: More footsteps and fingerprints as visibility increases Business impacts While the full damage report for 2009 is not yet clear, the first signs aren t promising. Reported levels for many key business impacts are up: financial losses, IP theft, compromises to brand or reputation and, naturally, loss of shareholder value. With the glaring exception of one the business impact that s one of the hardest to identify in a timely manner: fraud. Business impacts Financial losses 43% 50% Intellectual property theft 17% 23% Brand/reputation compromised 28% 32% Loss of shareholder value 8% 12% Fraud 32% 19% (Does not add up to 100%) PricewaterhouseCoopers 22

23 Agenda 1. Methodology 2. Spending: A decline in growth rate but a manifestly reluctant one 3. Mounting pressure: Impacts of the economic downturn 4. Breaches: More footsteps and fingerprints as visibility increases 5. Current state of the arsenal: Strong but also largely static 6. A crucial year: Security at an important threshold 7. What this means for your business PricewaterhouseCoopers 23

24 Section 5 Current state of the arsenal: Strong but also largely static If you look hard enough at this year s FS survey responses and long enough you ll find a few gains. Has the FS industry advanced its security and privacy capabilities in the past year? In some areas, yes. Such as security leadership, risk assessment, data security, third-party security and physical security Employ a CISO 45% 51% Employ a CSO 38% 45% Conduct risk assessments via third party 41% 51% Have accurate inventory of locations where data is stored 36% 48% Have incident response process to report breaches and coordinate with third parties handling data 44% 52% Have a data loss prevention (DLP) capability in place 33% 46% Integrate physical security and information security personnel 37% 55% PricewaterhouseCoopers 24

25 Section 5 Current state of the arsenal: Strong but also largely static But the most striking finding among FS responses is that across all major security domains the chalk lines have essentially not moved. For the first time in the 12-year history of this survey, the majority of metrics we use to track advances in security-related capabilities across all major security domains, including strategy, structure, people, process and technology have, by and large, for the financial services industry, not improved. FS security-related capabilities in 2009: A representative sampling Overall information security strategy 75% 74% Conduct threat and vulnerability assessments 59% 59% Have people dedicated to monitoring employee use of Internet 64% 64% Encrypt removable media 45% 46% Have tools to discover unauthorized devices 56% 58% Use wireless handheld device security 50% 49% Have established security baselines for external partners/suppliers 59% 61% Require employees to complete training on privacy policies/practices 61% 61% PricewaterhouseCoopers 25

26 Section 5 Current state of the arsenal: Strong but also largely static Why? Global trends are never the result of one factor. One key reason for this freezing in the data is the shift in this year s answer pool. There was a 12-point (from 48% to 36%) decline in the number of respondents employed in North America a decline offset by 6-point increases from those employed in South America and Asia. In regional response comparisons, South America s security capabilities tend to lag behind those in other regions of the world, while Asia s are currently on a par with North America.) But a second likely reason is impossible to ignore. It s hard to avoid the conclusion that the economic freight train has impacted FS companies more than those in any other industry and largely stopped the global financial services industry s multi-year investment in security capabilities effectively, if temporarily this year, in its tracks. PricewaterhouseCoopers 26

27 Agenda 1. Methodology 2. Spending: A decline in growth rate but a manifestly reluctant one 3. Mounting pressure: Impacts of the economic downturn 4. Breaches: More footsteps and fingerprints as visibility increases 5. Current state of the arsenal: Strong but also largely static 6. A crucial year: Security at an important threshold 7. What this means for your business PricewaterhouseCoopers 27

28 Section 6 A crucial year: Security at an important threshold This is a key moment In short, this year, the FS information security function and its leaders are encountering a powerful combination of factors: The greatest economic turmoil in decades. 2. High levels of executive concerns about risks - and the impact of the downturn on the company. 3. Broad-based consensus that the increased risks have raised the role and importance of the security function. 4. A strong, well-developed portfolio of security capabilities that may not have improved in the past year but is still effective and advanced. Enormous pressure (and opportunity) to deliver concrete, measurable business value now, not just later. PricewaterhouseCoopers 28

29 Agenda 1. Methodology 2. Spending: A decline in growth rate but a manifestly reluctant one 3. Mounting pressure: Impacts of the economic downturn 4. Breaches: More footsteps and fingerprints as visibility increases 5. Current state of the arsenal: Strong but also largely static 6. A crucial year: Security at an important threshold 7. What this means for your business PricewaterhouseCoopers 29

30 Section 7 What this means for your business So how are FS security executives trying to tighten the alignment of security s contribution with the business? They re looking hardest at and placing their highest expectations on initiatives that (1) pull this portfolio of multi-year investments together (strategy and integration); (2) address the big risks first; (3) reduce cost and increase efficiency; and (4) manage the security-related impacts of regulation. But across all of these priorities the single most important one is increasing the protection of data. 95% 90% 85% 80% 75% 70% 65% 60% 55% 50% 89% 88% 87% 86% 86% Increasing the focus on data protection Prioritizing security investments based on risk Strengthening the company's GRC program Reducing, mitigating or transferring major risks Refocusing on core of existing strategy 84% 83% Accelerating the adoption of securityrelated automation technologies to increase efficiencies and reduce cost Adopting a recognized security framework as a means of preparing for upcoming regulatory requirements Question 11: To continue meeting your security objectives in the context of these harsher economic realities, how important are the following strategies? (Respondents who answered Somewhat Important, Important, Very Important or Top Priority ) (Total does not add up to 100%) PricewaterhouseCoopers 30

31 Section 7 What this means for your business This year, a hot priority is addressing the risks associated with social networking Today a new generation of FS employees is accessing social networks from work in great numbers, often without the knowledge of the IT department and in circumvention of the traditional countermeasures employed by many. Some FS companies have moved quickly to close this gap but most need to do more. 45% 40% 38% 40% 35% 30% 29% 25% 20% 15% 10% 5% 0% Have security technologies that support Web 2.0 exchanges - such as social networks, blogs, wikis and others. Audit and monitor postings to external blogs or social networking sites Have security policies that address access and postings to social networking sites PricewaterhouseCoopers 31

32 Section 7 What this means for your business New and evolving regulatory requirements FS institutions are struggling with their response to new and evolving regulatory requirements (ex. Red Flags rule; MA 201; PCI). They are treating new requirements as one-off projects, resulting in increased cost of compliance. FS institutions should approach their response more strategically, leveraging other corporate initiatives such as compliance, privacy or security 70% 66% 60% 50% 56% 51% 48% 40% 30% 20% 10% 0% Regulatory environment has become more complex and burdensome Cost reduction efforts make adequate security more difficult to achieve Threats to the security of our information assets have increased Because our business partners have been weakened by the downturn, we face additional security risks PricewaterhouseCoopers 32

33 Section 7 What this means for your business Security incidents on the rise There has been a recent increase in the of number of security incidents which has led to significant financial losses. In addition, the losses directly impact the level of "trust" customers place with the financial institution. Number of security incidents No incidents 21% 23% 17% 1 to 9 incidents 23% 27% 36% 10 to 50 incidents 6% 7% 10% 50 or more incidents 4% 6% 5% Don t know 45% 38% 32% Business impacts Financial losses 43% 50% Intellectual property theft 17% 23% Brand/reputation compromised 28% 32% Loss of shareholder value 8% 12% Fraud 32% 19% PricewaterhouseCoopers 33

34 2009 PricewaterhouseCoopers LLP. All rights reserved. PricewaterhouseCoopers refers to PricewaterhouseCoopers LLP, a Delaware limited liability partnership, or, as the context requires, the PricewaterhouseCoopers global network or other member firms of the network, each of which is a separate and independent legal entity. *connectedthinking is trademark of PricewaterhouseCoopers LLP (US). PwC